What Uniting Strategic Relationship with the CIO Means

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What Uniting Strategic Relationship with the CIO Means

CFO Tech Outlook | Wednesday, October 16, 2019

The joint responsibility of finance chiefs and IT representatives should be to associate infrastructural advantages with business strategy.

FREMONT, CA:  With innovation performing a critical role in developing a competitive edge and generating value for the company, it is essential that CFOs work closely and actively with CIOs to establish a stable unit of finance. CFOs and CIOs need to collaborate to ensure the success of their enterprise as innovation continues to accelerate progress.

Moreover, in a new Deloitte survey, less than one-third of participants stated that their company's CFO and CIO share a strong friendship marked by mutual agreement. Deloitte's poll further shows that IT often accounts for a large chunk of money of a CFO and 22 percent of CIOs refer to their CFOs, highlighting the importance of fixing this connection. Despite the obstacles, if they enhance their collaboration, CFOs and CIOs can improve their potential to align IT expenditure with tactical development strategies and business performance.

Professional CFOs take joint responsibility for establishing a relationship with their CIOs, knowing how many of a traditional corporation's goals are working and lacking based on how well the associated IT plan is being executed. The probability of their collective success is increased by CFOs and CIOs who can harmonize marketing strategy with technology opportunities and limitations. The CIO wins by optimizing approval chances for IT endeavors, and the CFO wins by maneuvering those projects towards the results of the bottom line.

Mastering the Functional Vocabulary

Effective communication is a challenge faced by both the CFO and the CIO in their attempt to establish a strong business partnership. Computer language is different from working language, and sometimes CIOs are trying to convey in a business manner.

This may inhibit the opportunity to balance IT programs ' goals and ROI with the CFO's emphasis on both top and bottom lines. Most CFOs also have an incomplete understanding of IT. Consequently, CFOs need to upgrade their core technology expertise, and CIOs have to be capable of communicating in terms of business. Successful implementation of disruptive technologies into a market establishes a company's strategic advantage and places it as a pioneer in the marketplace. Furthermore, the Finance Department has to analyze evolving IT trends to keep the digital strategy not only up-to-date but also efficient.

Measure IT priorities

CIOs frequently find CFOs' perceptions impractical, arising from a lack of information on the complexities of large organizations handling and developing technology and a lack of intelligence of the innovation itself. To create realistic technical standards and match IT successfully with business strategy and schedules, make sure to explain what is speculation and what is fact.

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The presence of IT from the inception of a venture is critical. Organizations showing a high level of satisfaction with IT typically provide formal discussion by management from the start about what is expected from technology to support business strategy.

CIOs need a strong connection with the CEO to provide value to IT companies as a strategic partner. As the business's leading initiatives, the CEO's primary objective is development, whether it is exploring a new market, building a modern economy, or placing a unique and profitable product on the market. Having a digital component is becoming increasingly popular for these initiatives. This is why CFOs pursue bold and practical strategies, to maximize spending, and change the way they view IT functions. They do it by reinterpreting supplier partnerships and freeing up unique, flexible working capital types to help the company improve top-line efficiency, increasing bottom-line costs, or both.

Function together regularly

Disagreements often arise because the CIO and CFO have very diverse backgrounds and may not appreciate their counterpart's problems and nuances. No one individual or team will lead all the technological advances needed to remain relevant in this data-driven age; divisions and roles must overlap. The standard is expected to be coordination among all C-level executives. Working together will allow each side to overcome the obstacles facing the other and create stronger connections.

When the influences of Machine learning, automation and other scientific advances continue to grow, CFOs and CIOs must address barriers to improve their relationship for the sake of their companies. A cohesive group will match IT development with corporate growth strategies and maximize market efficiency.

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